There are changes afoot, and what’s most important is not necessarily just the ascent to board-level recognition as much as it is a growing understanding of what procurement does and where its potential lies.

There is, the saying goes, more than one way to skin a cat – as if you’d want to do that. Similarly, there are myriad management styles and personalities, most of which have a time and a place where they are the most effective. But is effective leadership always reliant on context, or is there such a thing as a ‘great leader’?

Although procurement has made great strides in the past few years towards gaining the recognition it deserves, there is still a long road ahead. Thankfully, there are activities your company can start doing now to help.

There’s a lot of earnest talk of procurement moving to the next level and getting a seat on the board, but it’s hard to see too much favour being afforded a team that gets in others’ way. No, rather, procurement needs to be an accelerator; an enabler of swift process.

Recalls, contamination, disruption; we're frequently reminded how damaging supply chain risk is to business. That’s the problem – everyone knows that there are vulnerabilities in what they do, they just don’t necessarily know where to start in tackling them.

Procurement delivers savings and, at its most effective, business value, but perhaps the legacy of the function is different. As a developer of talent, procurement is in a position to provide expertise into the organisation, but as an exporter of talent into the business, it can be its most influential.

I am currently recruiting a Software Senior Buyer on behalf of our client, a FTSE 100 financial services organisation. The jobholders main responsiblity is to identify opportunities to drive cost reductions.
The role:
The jobholder will be required ...

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